It is common for multiple organizations in the industry to face the same Crisis simultaneously. Few studies, however, have focused on multiple organizations' different crisis management programs and their consequences in response to the same Crisis. The purpose of this study is to examine the case of how significant players, Semen Gresik Group (SMGR) and Semen Tiga Roda (INTP), responded to the Crisis in the cement industry in Indonesia from 2014 to 2021. Theoretical framework is Resource-Based Theory (RBT) based on the situational Crisis of how organization leaders' sense of Crisis have changed and taken innovative counter actions to survive the Crisis. The design of this study is using a Qualitative Research Methodology by adopting Case Study Research Method through comparison between strategic actions of SMGR and INTP, as they suffered the most in times of crisis. The value of this study opens Pandora's box about the incoherent actions in the past. Each player is now allowed to see the differences in the strategic actions of the others. Furthermore, by clearly understanding the differences and similarities in the actions of the two, this study offers an alternative thematic solution called RAIN. In the future, further empirical study can be pursued to enhance this thematic solution RAIN, especially for scholars interested in crisis management.